Search results

1

Zarządzanie zmianą w kontekście pracowników z pokolenia Y

100%

Kaczkowska-Serafińska M.

Kwartalnik Naukowy Uczelni Vistula

|

2018

|

issue 4(58)

194-201

PL

W artykule omówiono wyniki autorskiego badania dotyczącego oczekiwań pracowników w obszarze funkcjonowania w zmiennym otoczeniu biznesowym w opinii przyszłych pracowników z pokolenia Y, którzy obecnie wkraczają na globalny rynek pracy. Prezentowane wyniki badania ukazują opinie respondentów z Polski, Ukrainy i Grecji oraz trendy zmian w zakresie komunikacji z przyszłymi pracownikami. Wnioski stanowią rekomendacje dla kadry zarządzającej w zakresie zarządzania zmianą w organizacjach, w których pracują pracownicy z pokolenia Y. Wnioski z przeprowadzonego badania wskazują, że respondenci upatrują w zmianie lepszą perspektywę, pokłady dodatkowej energii do działania oraz zarówno możliwość wykazania się, jak również możliwość wykorzystania swoich silnych stron albo rozwoju swoich słabych stron. Co szósty respondent postrzega zmianę jako intrygującą przyszłość. Aby skutecznie wprowadzać zmiany w organizacjach, kadra zarządzająca nieustannie musi zmierzać się z minimalizowaniem oporu pracowników. Wydaje się, że obecnie wkraczające młode pokolenie Y na rynek pracy może usprawnić implementowanie zmian.

EN

In her article, the author discussed the findings of the author’s research on employees’ expectations in the field of functioning in the variable business environment in the opinion of prospect employees from Generation Y who have currently been entering the global labour market. The presented research findings show the opinions of respondents from Poland, Ukraine and Greece as well as the trends of changes as regards communication with prospect employees. The conclusions are recommendations for the managerial staff in the area of change management within the organisations where the employees from Generation Y work. The conclusions stemming from the conducted research indicate that the respondents see in the change a better perspective for themselves, layers of additional energy to act and both the opportunity to demonstrate one’s abilities and the possibility to make use of one’s strengths or to change one’s weaknesses into strengths. Every sixth respondent perceives the change as an intriguing future. In order to effectively introduce changes within organisations the managerial staff must unceasingly cope with minimising employees’ resistance. It seems that the young generation Y, currently entering the labour market, may have improved the change implementation.

2

Change Management as a Critical Success Factor in e-Government Implementation

100%

Nograšek J.

Business Systems Research Journal

|

2011

|

vol. 2

|

issue 2

13-24

EN

Change management in e-government implementation is a very complex issue. E-government services are frequently distributed over different IT systems and organizations. There are also events from outside the public administration that cause changes such as government policies and legislation, public-private partnership, etc., and finally a huge resistance to change exists in public administration proverbial. Another problem is that the e-government is predominantly seen only as a technology mission and not as an organizational transformation issue. Those are probably the main reasons that the existing literature about change management in e-government is still missing at large. There are articles dealing with some aspects of changes affected by the new technology implementation, however, there is no comprehensive framework that would identify changes that have to be managed in e-government implementation. Therefore, the main aim of the paper is to identify a comprehensive set of changes that have to be considered in e-government implementation and the role of leadership in such processes. Finally, the paper proposes a conceptual model of change management in e-government implementation.

3

Change management in lean enterprise

100%

Furman J., Kuczyńska-Chałada M.

Ekonomia i Zarzadzanie

|

2016

|

vol. 8

|

issue 2

23-30

EN

The main purpose of the paper is the analysis of a process of change focusing particularly on the concept of slimmed production (Lean) and its implementation in the enterprise. A case study method was chosen as a research tool because it offers wide array of techniques and means of gaining and analysing data. A metallurgical company was evaluated as a case study in this article. Thanks to the implementation of Autonomous Maintenance the company reached a growth in skills and responsibility for work done and a reduction in malfunction at work places. Thus, total process maintenance (TPM) as one of the Lean concept tools whose implementation significantly influences industrial workers’ competences was chosen for the analysis. Referring to the bibliography on change management, the article focused on one of the changes in particular – the change in human resources management (namely in employees' skills) in steel and manufacturing companies.

4

Change management in an enterprise in contemporary conditions of the world economy

100%

Banaszkiewicz M., Pilarski G.

Logistics and Transport

|

2022

|

vol. 55-56

|

issue 3-4

85-102

EN

The events related to the armed conflict in Ukraine undoubtedly have an impact on the image of the modern world economy. As a consequence, it forces the enterprise to implement specific actions related to change management, which should be a response to the changing environment, in this case based on changes in the security environment. On the basis of the conducted research, the authors emphasize that due to the interruption of the supply chain, forced changes in the TFL sector, the social impact and the social role of enterprises, the preparation of change management plans is a complicated and difficult task facing modern enterprises. In this article, the authors draw attention to the multifaceted nature of this phenomenon.

5

Changes and personnel of a company

100%

Tuczapski J.

Logistics and Transport

|

2021

|

vol. 51-52

|

issue 3-4

129-149

EN

The article presents selected problems accompanying change management, with particular emphasis on possible behaviours on the part of staff. By emphasizing the possible reactions of employees to changes in the organization, possible ways of overcoming barriers that may appear in the process of change were emphasized. The role that should be played by a manager, who must be a leader and a leader who inspires staff during a shift, is emphasized.

6

Changes Versus Organization Staff

100%

Rawłuszko K.

Logistics and Transport

|

2021

|

vol. 49-50

17-32

EN

The article presents selected problems accompanying change management, with particular emphasis on possible behaviours on the part of staff. By emphasizing the possible reactions of employees to changes in the organization, possible ways of overcoming barriers that may appear in the process of change were emphasized. The role that should be played by the manager, who during the shift must be a leader and a leader who inspires staff, is highlighted.

7

Identyfikacja mechanizmów obronnych menedżerów

100%

Barabasz A.

Nauki o Zarządzaniu

|

2016

|

issue 2(27)

9-21

EN

The main purpose of this paper is to present the issues related to organizational change in the context of the challenges faced by both managers and other employees of a company. The proposed view is anchored in the psychodynamic approach to organization and management. This article is focused on the superior-subordinate relationship in the context of change, presenting it from the perspective of intrapsychic processes. The author makes an attempt of characterizing both rational, conscious processes and the processes that occur beneath the surface of consciousness, which are automatic and unconscious. The latter usually conceal strong emotions, both positive (hope and curiosity) and negative (anxiety, anger, disappointment), as well as the beliefs and motives of actions undertaken by organization members. The defence mechanisms questionnaire (DSQ) was used to identify the automatic application of mechanisms to cope with difficult situations. The results indicate that neurotic mechanisms dominate among the surveyed managers, specially idealization, but also pseudoaltruism gains high level. However, more dangerous and counterproductive from the perspective of team work, are such mechanisms as projection, denial, isolation and displacement. Interviews with managers made it possible to develop a picture of the organizational change from the perspective of managers.

8

Influence of ledaers’ social capital on change implementation

100%

Szarek A.

Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu

|

2017

|

issue 496

171-182

EN

The article, based on empirical research in one of the production and service companies acting in energy industry, develops the introductory implications on how social capital of change leaders is linked to the effectiveness of change implementation. Using organisational network analysis the author examines influence of social capital of change leaders in the area of real work flow during change implementation and open communication flow on change effectiveness. One finds that ties among change leaders in those two dimensions have distinct change effectiveness effects. In broaden aspect, findings have major implications on change management research and imply further research in this matter to be conducted by the author.

9

Evolution of change management models and their future in the context of ONA

100%

Szarek A.

Nauki o Zarządzaniu

|

2017

|

issue 1(30)

16-23

EN

The aim of the article is to present evolution in change management models and the need of redesigning the current change management concepts with the use of organisational network analysis. Firstly, the article summarizes the evolution of change management approaches presenting the theoretical background of the need to revise change management models. Then the author underlines benefits of organisational network analysis enabling deep research on current change management trends. In addition, the article uncovers very introductory empirical research aimed at estimating the need for revitalising change management models. Finally, the author proposes further empirical research linking change management models and organisational network analysis.

10

Managing the process of conducting and monitoring language teaching on the example of the University of Information and Technology and Management in Rzeszów

88%

Wisz R.

Komunikacja Społeczna. Czasopismo elektroniczne

|

2013

|

issue 1(5)

8-18

EN

In the paper, the author presents a brief outline of conducting and monitoring foreign language teaching. Such management must be based on strictly specified procedures and norms. The paper also presents procedures for performing teaching tasks as well as administrative ones, connected with teaching students a foreign language, on the example of UITM. The author describes the system for qualifying students to language groups, informs about risks that might occur when performing the tasks, and suggests preventive means to avoid those risks. The qualitative objectives and measures of attaining them are also covered. The paper indicates that the on-going process of economic and political changes as well as recent major demographic changes in Poland and in Europe make it necessary to continue seeking further improvements in managing the process of conducting and monitoring language teaching. Further concrete and effective action needs to be taken in managing the process of conducting and monitoring foreign language teaching.

11

Mediating Change, Changing Media: Dimensions and Perspectives

88%

Doudaki V., Carpentier N., Głowacki M.

|

2022

|

vol. 15

|

issue 1(30)

1-14

12

Implementing change in organisations: key challenges

88%

Juchniewicz M., Luba D., Mądel M.

Journal of Management and Financial Sciences

|

2021

|

issue 44

9-23

EN

A VUCA world (described with four attributes: volatility, uncertainty, complexity, and ambiguity) and the resulting need to implement changes continuously in almost every area of organisational activity have enhanced the awareness of organisations with regard to searching for skilful managers/leaders of change and building up competencies in change management amongst their staff. At the same time, however, quite a large proportion of changes fail. The paper aims to identify major challenges faced when implementing significant changes in an organisation using two case studies as an example. The first case study concerns a change to the Agile approach in an organisation’s operations, while the second one – the implementation of the Design Thinking concept in the work of project teams. The obtained results have become a starting point for more in-depth studies on change management focused in particular on factors contributing to organisational change success or failure and the role of individual stakeholders in the process.

13

Case Study: Analysis of the Entry Into Force of the Law on the So-Called Hospital Network and Its Consequences for Further Activity of Dr. Wadiusz Kiesz Cardiology and Angiology Center, American Heart of Poland (AHP) in Starachowice

88%

Rogala M., Dzik G., Donesch-Jeżo E.

Problemy Zarządzania

|

2018

|

issue 5/2018 (78)

108-127

EN

The aim of the article is to analyze the impact of the introduced systemic change in the health care sector. The case study of a hospital unit in the field of cardiology and vascular surgery analyzes the indirect and direct effects of the implementation of the change in the health care system in the form of the Act of 23 March 2017. The paper describes and assesses the factors that led to the creation, development and liquidation of the Department of Cardiology and Vascular Surgery, which operated as part of Dr Wadiusz Kiesz Cardiology-Angiology Center, American Heart of Poland (AHP) in Starachowice. The study also carried out an analysis of the effects of the depletion of the medical base on patients previously treated in AHP in Starachowice in the field of cardiology and vascular surgery in this area.

14

Integrated airport safety audit

75%

Kozłowski M.

LogForum

|

2017

|

vol. 13

|

issue 1

39-49

EN

Background: The aim of the article is to present the concept of integrated management of airport safety audit. Airports function in a dynamically changing environment. These changes are the result of EU legislative processes and the changes of safety risk profile. Therefore, it is necessary to search for new and effective methods of ensuring safety and security of airports. Methods: The efficient and effective method seems to be an integrated safety audit. The concept of such has been developed on the basis of the ICAO and EASA regulations and ISO standards and guidelines for the management systems. Results: Developed design of integrated safety airport audit is the first-party audit. It takes into account the currently applicable legal requirements concerning the management and certification of the airports, which aim is to ensure safety and security. The project involves the integration of management systems and refers to the issue of conversion Aerodrome Certificates. Conclusion: So far established management systems and audit programs in civil aviation relate primarily to the safety and security issues of air transport. However, omitting the change management and the flow of means of transport and loading units at the airport issues, which conducive to the fluctuation and escalation of threats. It follows the need to extend the formula and the audit scope, which will continue in the further work of the author.

PL

Wstęp: Celem artykułu jest przedstawienie koncepcji zarządzania zintegrowanym wewnętrznym audytem bezpieczeństwa portu lotniczego. Porty lotnicze funkcją w dynamicznie zmiennym otoczeniu. Zmiany te wynikają z procesów legislacyjnych Unii Europejskiej oraz zmiany profilu współczesnych zagrożeń bezpieczeństwa transportu lotniczego. Zatem, koniecznym jest poszukiwanie nowych, skutecznych metod zapewnienia bezpieczeństwa i ochrony portów lotniczych. Metody: Taką, skuteczną i efektywną metodą wydaje się być zintegrowany audyt bezpieczeństwa. Koncepcja takiego audytu została opracowana na podstawie przepisów ICAO i EASA oraz standardów i wytycznych systemów zarządzania ISO. Wyniki: Opracowany projekt zintegrowanego audytu bezpieczeństwa portu lotniczego jest audytem strony pierwszej. Uwzględnia on aktualnie obowiązujące wymagania prawne dotyczące systemu zarządzania i certyfikacji portu, których celem jest zapewnienie bezpieczeństwa i ochrony. Projekt zakłada integrację systemów zarządzania oraz odnosi się do zagadnienia konwersji Certyfikatów Lotnisk. Wnioski: Dotychczas ustanowione systemy zarządzania i programy audytów w lotnictwie cywilnym dotyczą zagadnień bezpieczeństwa i ochrony transportu lotniczego. Pomijają natomiast zagadnienia zarządzania zmianą oraz przepływu środków transportu i jednostek ładunkowych w porcie lotniczym, co sprzyja występowaniu zjawiska rozprzestrzeniania się zagrożeń. W odniesieniu do tego, celowym będzie rozszerzenie formuły i zakresu audytu bezpieczeństwa, co będzie kontynuowane w dalszych pracach Autora.

15

Metody oceny efektywności zmian organizacyjnych

75%

Stabryła A.

Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie

|

2004

|

issue 5

111-124

PL

Celem artykułu jest przedstawienie koncepcji zmian i rozwoju organizacyjnego w przedsiębiorstwie. W zakresie zmian organizacyjnych mieści się czynnik zarządzania, personalny, informacyjny i techniczno-produkcyjny. Autor koncentruje rozważania na ramach metodologicznych procesu zmian i efektywności zmian organizacyjnych. Szczególną uwagę kieruje na problem analizy ryzyka i wykonalności projektów.

EN

The object of the paper is to present the concept of changes and development management in an enterprise. The starting point of the essay is the interpretation of the changes and the development in the following systems: organization, personnel, information and production. The main contents of the work concern a suggestion for the methodological framework of the designing process and the effectiveness of organizational changes. Special attention was focused upon the problem of risk analysis and feasibility studies.

16

The organizational culture of enterprises and changes in supply chain management in the COVID-19 pandemic era

75%

Komorowski P., Warchalowski J., Zawada P.

Journal of Modern Science

|

2021

|

issue 2/47/2021

211-226

EN

The current economic situation brings many challenges for the function-ing of en terprises. eTh global polarization of the world economy is progressing within the production and consumption poles as well as the centre of financial surpluses and th centre of debt. An additional factor having a significant impact on market realities the ongoing COVID-19 pandemic. eTh high dynamics of economic processes forces enterprises to change management methods, operating strategies, the range of too used, as well as changes necessary in organizational culture, not to mention applicat of new technologies. It can be said that we operate in the era of changes, so chan management is becoming a dynamically developing area. eTh current economic challenges have significantly influenced the development of modern methods of supply chain management. eTh aim of the paper is to identify the changes in the approach to supply chain management in the pandemic era. eTh discussion is based on the analysis of source wmaterials, including industry reports, as well as the presentation modern methods of supply chain management based on author's practical experience.

17

CRM jako źródło zmiany w sposobie funkcjonowania przedsiębiorstwa

75%

Zinczuk B.

Zeszyty Naukowe Ostrołęckiego Towarzystwa Naukowego

|

2011

|

vol. Zeszyt

|

issue XXV

687-698

EN

Assumptions the concept of customer relationship management (CRM) clearly set out new conditions under which the company will operate after the organizational change. The new situation in which employees will perform certain tasks, it can arouse fear and anxiety. Commitment and mutual support are essential both during the implementation of CRM, as well as after its completion. Participants in the process of change should not only deeply believe in the success of the enterprise, but also actively participate in showing their creativity, flexibility and courage to solve problems not explicitly defined. The decision to implement CRM in the enterprise can not be treated as a response to a fashion, but as the project essential to enhance the effectiveness of the organization, as well as a way of strengthening the competitive position of companies in the market.

PL

Założenia koncepcji zarządzania relacjami z klientem (CRM) wyraźnie określają nowe warunki, w których przedsiębiorstwo będzie funkcjonować po dokonaniu zmiany organizacyjnej. Nowa sytuacja, w której przyjdzie pracownikom wykonywać określone zadania, może wzbudzać lęk i niepokój. Zaangażowanie oraz wzajemne wsparcie stają się niezmiernie ważne zarówno w czasie implementacji CRM, jak i po jej zakończeniu. Uczestnicy procesu zmian powinni nie tylko głęboko wierzyć w sukces przedsięwzięcia, ale również aktywnie w nim uczestniczyć, wykazując się kreatywnością, elastycznością oraz odwagą w rozwiązywaniu problemów niejednoznacznie zdefiniowanych. Decyzja o implementacji CRM w przedsiębiorstwie nie może być traktowana jako odpowiedź na swoistą modę, lecz jako przedsięwzięcie konieczne dla podniesienia poziomu efektywności funkcjonowania organizacji, a także jako sposób na wzmocnienie pozycji konkurencyjnej przedsiębiorstwa na rynku.

18

The capacity to implement Lean Management in the healthcare system in Poland – results of a public consultation

75%

Chmielewska M., Lotek-Waćkowska R., Brzozowski S., Tytko Z., Dziok-Dmowska K., Hermanowski T.

Medycyna Pracy

|

2023

|

vol. 74

|

issue 1

1-8

EN

Background Lean healthcare management is an innovative approach to process management in healthcare organizations. Despite that the Lean principles have been increasingly recognized worldwide as a tool to boost organizational performance, improve the quality of care and curb waste, the Lean methodology can be difficult to implement in some countries. This study seeks to identify the facilitators of and barriers to the implementation of Lean in the healthcare system in Poland. Material and Methods A public consultation was held among 318 representatives of stakeholder groups in the healthcare system in Poland. Data was collected using validated self-administered questionnaires. Statistical analysis was performed using the IBM SPSS Statistics 25 software. Results The study revealed that a large share of respondents believed that the awareness of the existing organizational deficiencies in work practices among stakeholders can greatly facilitate the implementation of Lean in the healthcare system in Poland (50.9%, p < 0.05). The main barriers to the deployment of Lean include lack of awareness of the Lean methodology and its benefits (76.1%, p < 0.001); insufficient institutional support (43.7%), and lack of funding for Lean solutions (32.4%). Conclusions Gaps in the medical curricula and education programs for healthcare professionals concerning the latest process management solutions in healthcare should be addressed in order to raise awareness of the benefits of cooperation with and the active involvement of Lean experts in applying “lean” ideas to improve the organizational performance in healthcare. It is also necessary for policy makers to be aware of the benefits of contemporary process management in healthcare and to support its implementation. Med Pr. 2023;74(1):1–8

19

Creating Intangible Value through a Corporate Employee Portal

63%

Mendes D., Gomes J., Romao M.

Journal of Entrepreneurship, Management and Innovation

|

2017

|

vol. 13

|

issue 3

125-150

EN

Organizations create competitive advantage by creating more economic value than their rivals. Increasing business competition and information technology development have both led to huge corporate organizational changes and have raised the importance of intangible assets along the value chain. Value creation and the success of organizations increasingly depends on the leverage of knowledge available internally, as nowadays it has become essential to understand employee portals’ business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization’s objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits’ realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable framework to help organizations enhance their knowledge, mitigating the risk of investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation.

20

Zmiany w firmie a kultura organizacyjna

63%

Wojtowicz A.

Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie

|

2000

|

issue 3

59-71

EN

The objective of the paper is to present the relations between the changes in a company caused by the changes of its environment and the company's organisational culture. The base of all the changes in an enterprise is the organisational culture and its change. Considering the organisational culture from the perspective of the process of implementing changes in an enterprise, we can conclude that the culture of an enterprise becomes as a "two-edged weapon". Culture is a unique image of an enterprise through each we can identify it in the light of its history, behavioural models, system of values and policy applied. If we do not understand the tradition, which constitutes the core of each company, we can advocate changes which completely misfit the enterprise and are doomed to be rejected. On the other side, many organisations quite deliberately use the change of the organisational culture as a factor supporting the change process.

PL

Artykuł dotyczy sposobów kształtowania proefektywnościowej kultury organizacyjnej. Autorka omawia zależność między zmianą w przedsiębiorstwie a kulturą organizacyjną przedsiębiorstwa. Jej zdaniem, nie można mówić o zmianach w organizacji bez równoczesnego przeprowadzenia procesu zmiany kultury organizacyjnej. W pewnym momencie kolejność tych procesów ulega przestawieniu - aby efektywnie wprowadzić zmianę w przedsiębiorstwie należy najpierw zmienić jej kulturę organizacyjną. W artykule przedstawia spotykane w literaturze propozycje przemian kulturowych w przedsiębiorstwie.

Refine search results

Zarządzanie zmianą w kontekście pracowników z pokolenia Y

Change Management as a Critical Success Factor in e-Government Implementation

Change management in lean enterprise

Change management in an enterprise in contemporary conditions of the world economy

Changes and personnel of a company

Changes Versus Organization Staff

Identyfikacja mechanizmów obronnych menedżerów

Influence of ledaers’ social capital on change implementation

Evolution of change management models and their future in the context of ONA

Managing the process of conducting and monitoring language teaching on the example of the University of Information and Technology and Management in Rzeszów

Mediating Change, Changing Media: Dimensions and Perspectives

Implementing change in organisations: key challenges

Case Study: Analysis of the Entry Into Force of the Law on the So-Called Hospital Network and Its Consequences for Further Activity of Dr. Wadiusz Kiesz Cardiology and Angiology Center, American Heart of Poland (AHP) in Starachowice

Integrated airport safety audit

Metody oceny efektywności zmian organizacyjnych

The organizational culture of enterprises and changes in supply chain management in the COVID-19 pandemic era

CRM jako źródło zmiany w sposobie funkcjonowania przedsiębiorstwa

The capacity to implement Lean Management in the healthcare system in Poland – results of a public consultation

Creating Intangible Value through a Corporate Employee Portal

Zmiany w firmie a kultura organizacyjna